Tag: government contracting

Corliss “Mama U” Udoema: Inspiring CEO shares Advice on Business and Faith!

Posted on by Eric Coffie

Gain timeless wisdom in running your business and your life with Corliss “Mama U” Udoema’s Advice on Business and Faith!

BACKGROUND

Corliss “Mama U” Udoema served for over 20 years in the US Marine Corps, as an Assistant Officer in Charge for the Facility Supports Contracts, and as a Supervisory Procurement Analyst in the Naval Facilities Engineering Command, respectively. 

Then, in 2006, she founded Contract Solutions, Inc. (CSI), a professional staffing and management support services company providing acquisition support, training solutions, human resources, and technology solutions.

She is also the President and founder of Agape Love in Action, a 501(c)(3) charitable organization dedicated to helping people in need. 

With all of these, her motto in delivering excellence is a reflection on why she is an acclaimed businesswoman and CSI is part of the Inc. 5000 list for the last consecutive 3 years, and the 2019 USDA Small Business Contractor of the Year, among others. 

THE SUCCESS CONTRACT SOLUTIONS, INC. 

1. Starting the Business. 

Mama U was not really interested in starting a business but when asked by a friend to do it while doing some contract administration with her, she then founded CSI. 

Meanwhile, she also took a position as a Senior Acquisition Consultant at another company, however, after the company lost a contract, she decided to really focus on her business. 

With this, she decided to be part of the 8a program, after being told that the government would only call them back if they are part of a GSA schedule or any other business development program.

“So that’s what I did. And they would ask for something. Then I would, you know, give it to them immediately. Even if I had to get somebody to walk it through, you know, in another town, another state, I would do that.”

2. The Secrets for their Growth. 

In order to really achieve business growth, she hired excellent individuals who have the necessary expertise in various fields needed for their services. 

“A lot of times we want to know the answers, but there’s so many times when you’re running a business, you’re not going to always know the answers. So here’s what I tried to do. I tried to know what I know as opposed to what I don’t know… I tried to find someone that does know. So, you know, the different little things and that’s one of them. And the other one is, you know, to surround yourself with champions.”

Moreover, she makes sure that she works effectively as a rooftop manager who sees all the angles in order to gain the trust of her employees. 

“It’s not easy because when people don’t see what you see, sometimes they won’t… they won’t trust you enough to follow.”

Most importantly, what makes CSI an outstanding company is how Mama U and her team steps up in really achieving their motto. 

“Do it with excellence. You know, no slides was allowed. Do it with excellence. Do it with excellence. And people (will) come back.”

ADVICE FOR BUSINESS OWNERS

1. Have a strong foundation.

When you are starting out as a business owner, you need to have a strong foundation that can handle your growth and success. 

For instance, this might be getting the right information about the marketplace from Small Business Technical Centers, or networking with other businesses. 

“One tiny, you see one little step, that’s the key in business… You just can’t start off, you know, at the top, you know, and make a plan to grow it but don’t have it. It’s like me, if I tried to put 60 people on the foundation of what I had when I first started, it would, what? It would crumble. It would not be strong enough. So, you have to make sure that you, as you build out your foundation, that is strong enough to support what you’re going to put on top of it.” 

2. Plan the end in mind.

Whether you are on your way to success or you are starting out, you need to have a roadmap to help you focus on what you planned to do. This is why you need to have a business plan.

“When you think about critical path with respect to the business, the first thing to me is a good business plan. You’re beginning with the end in mind, right? Some people say, ‘Oh, well, I’ll just, you know, wing it.’ Well, you know what? That’s probably what you’re going to end up with, a chicken wing.”

3. Do not get into a better-than-nothing relationship.

In employing team members and dealing with clients, you should be with someone that is really interested in what you offer and, in return, you should treat them right. 

For instance, you should hire someone that is interested in your $50 pay for an hour because when you hire someone who really wants $70, then that person might stay in your company but is looking for another company who provides better pay and benefits. 

This also goes with your clients. They might give you an opportunity but just once because they will look for another company the next time. 

“When you get those things in sync, you’ll have good retention. Your clients will be happy because they won’t have to follow the bouncing ball all over again. You know, time… and you do excellent.”

4. Deliver excellence. 

Regardless if you offer products or services, it should be delivered with excellence because if not, it will strongly affect your company. 

This also goes with hiring employees. You strongly need to have people who believe in your vision because if they didn’t, then it would be hard for them to achieve your goals and do their tasks with excellence. 

“I realized that if I work 24 hours a day, as hard as I could… that the best that I could do was average. And I said, ‘I don’t do average as that.’ But once I got the platinum card, then I came back and I started to contract there with her. So, you don’t, I know you’re not a person that does average, I know you’re not.”

5. Just be patient. 

The three P’s that you need are prayer, planning, patience. You might find it easy to pray and plan things, but patience is where most people get into problems.

“You started, you have a pot of dirt, you have that seed, you have that business seed, right? And you know, it takes time. And when people come and look, they don’t see anything, right? But you know, you have a seed in the ground and it takes time. You don’t just put the seed in the ground and then, you know, and the pot and in two days later, boom, you’re big. So it truly is a step by step process.”

RESOURCES

If you want to listen to Mama U’s wisdom in running your business, then be sure to click the resources below. You can also visit the GovCon Giant website or the new GovCon Edu where you learn everything about government contracting!

022: Corliss “Mama U” Udoema – The most inspiring CEO great grandmother of all time talks business, faith and timeless wisdom

https://govcongiants1.wpengine.com/podcast/022-2/

GREAT GRANDMA CEO drops all the Wisdom!!

https://www.youtube.com/watch?v=ut4sdy6C2ds&list=PL6-jBNNcc98vTBvNhFYfUTeH0k-Vx2VBH&index=5

Dr. Krystal Nerio: From Air Force to President of Prosperitus Solutions

Posted on by Eric Coffie

Learn from Dr. Krystal Nerio as she shares her journey that led to building of President of Prosperitus Solutions, as well as her advice for small businesses, especially women-owned.

BACKGROUND

After graduating high school, Dr. Krystal Nerio’s older sister urged her to join the U.S. Air Force. During these years of being a full time logistician, she also went to night school to pursue her education. 

Then, after spending six years serving the nation, she returned to the US and began working at different small and large businesses. She had also managed and oversaw the Air Force Mentor Protege Program. 

It was then Ted Terrazas, the former owner of TerraHealth Inc., who encouraged her to take the leap and start her own business, after he sold his company and she’s left to start the next chapter of her life. 

Currently, Dr. Nerio is the President of Prosperitus Solutions, her successful medical logistics staffing firm that provides innovative manpower and project management solutions in the government space. 

Apart from that, she is also the Senior Managing Partner at Nerio Enterprises, where they provide strategic leadership and management of existing real estate portfolios, and the Chairwoman of Global Chamber San Antonio, an international trade and development organization. 

Above all of these, Dr. Krystal Nerio is a proud Hispanic woman who sets an example for all women in the minorities. 

“When I saw that Hispanic women didn’t even make a mark in higher education, it was like, okay, this is not about me anymore. It’s about, you know, my future didn’t, you know, the future generations to come. It’s about making that example for them. So, that’s when I was like, ‘Okay, I gotta do this now.’ So, I changed my mindset on why I was there and that’s how I finished my PhD.”

TRANSITIONING FROM THE AIR FORCE

Dr. Nerio returned to the US when she was 23 years old but in transitioning to being a civilian, she found that her NCO logistics background doesn’t equate much, so once Home Depot decided to hire her, she accepted the job. 

“So, I was getting adjusted to life on US soil and also trying to figure out, ‘Okay, what am I going to do now?’ ‘Cause I was told what to do for six years. So I was told what to wear. I was told where to go. So, it was, truly, I’m having to adjust to civilian life and also adjust to who I am, finding myself.”

Meanwhile, she then got a call from General Dynamics for a logistics job and this was where she learned how to really get in front of the door and learn writing resumes.

“Probably the only difference was, is what? Our war.”

STARTING AND MANAGING PROSPERITUS SOLUTIONS

In starting her business, Dr. Nerio found it easier as Mr. Terrazas, her mentor, had already helped her build relationships and to work in the same environment.

“I was fortunate and blessed that I had been working in those environments for my mentor. I had been doing that for the last three years. You know, hitting the pavement, shaking those hands, getting those contracting officers day in and day out, and so when I switched hats, it was a little easier for me because they knew me.”

The only thing that she did to separate herself from her old employer, TerraHealth Inc., was rebranding and showing that she can do it, even with a different role as an owner.

Then, as part of her company’s growth, they started to provide administrative and medical services aside from logistics, as well as, build their past performance through teaming and partnerships. 

“I had been working with a lot of different prime contractors and it’s a very small world. You just pick up the phone to, to do a reference check real quick, you know… And you, you have to say what you do and do what you say. You have to be a person of your word because in this business, I mean, we’re all at the end of the day, we’re here to, you know, help each other and help each other grow.”

Aside from building her company’s success, Dr. Nerio also aims to help other veterans, in their transitions to the civilian world. The ultimate goal is to put the veterans back in an environment that they’re familiar with: civil service or permanency.

“I knew the struggle of what it was when I got in the military and not knowing what I was going to do or what was next. And so and I say their dependence as well because they’ve been along for the ride and sometimes after retirement, now it’s their time to, it’s a shine or maybe it’s now it’s their time that they want to pursue what they’ve been wanting to do for a while, but they couldn’t do to military life.”

When asked about the story behind Prosperitus Solutions’ logo, she revealed that it is like an ancient culture symbol where it starts small and continues growing. 

“I think as just people in general, we need to be constantly growing and seeking knowledge to be better. Not only for our family but, you know, for others.”

ADVICE FOR SMALL BUSINESSES

In their third year in business, Dr. Nerio thought that building a business might not be for her. However, that next day, someone called to give them an opportunity. If she decided to give up early, what do you think will happen to that opportunity? 

“Don’t give up. You’re going to have those sleepless nights. You’re gonna have those stressful, most stressful moments. But just keep at it every day. If it’s something that you truly are passionate about and that, you know, you want it more than anything in this world, just keep going after it. You’re going to have a struggle in the beginning, but it won’t be for long. You know, it will not be for longer. You’ll have that one moment, that right when you’re about to give up, that next door just opens up.”

ADVICE FOR WOMEN BUSINESS OWNERS

In building her business, Dr. Nerio found quite a few women in business and when she found one, she tried to really hold on to their relationship. 

“You know what advice I would give is to be a good mentor to another women-owned business. Because there were so few of us that I struggle finding a female mentor, believe it or not. And my mentors have been men… And so my advice is, you know, once you do become established and you do have wisdom and knowledge to share, definitely embrace another woman-owned small business.”

RESOURCES

If you want to learn more on how Dr. Krystal Nerio built and expanded Prosperitus Solutions, then be sure to click the resources below.

You can also visit the GovCon Giant website or the new GovCon Edu where you learn everything about government contracting!

From Air Force to President of Prosperitus Solutions

https://www.youtube.com/watch?v=psgh_MmT6M4&list=PL6-jBNNcc98vTBvNhFYfUTeH0k-Vx2VBH&index=15

024: Dr. Krystal Nerio – From Air Force to President of Prosperitus Solutions, a Multi-National Medical & Logistics Staffing Firm

https://govcongiants1.wpengine.com/podcast/024-2/

Know the Red Flags with Your Consulting Client!

Posted on by Eric Coffie

Know the red flags as Maria Martinez shares her experiences with a problematic consulting client and what she learned from it.

HOW DID MARIA FIND HER CLIENT?

Maria Martinez found her client using our GovCon Giant strategy of looking for them in beta.sam and other government contracting databases. Then, Maria did further research by looking at the Florida Sunbiz.

“I looked up their business registration to make sure that they’re doing their reports from the year they established. It tells you everything.”

After months of looking for opportunities with this client, they were then given a contract in June but started it in the end of November. Their job was to replace the HVAC System and to refurbish the units inside as well as the 13 other VAV boxes at the National Hurricane Center in Key West, Florida.

DON’T MISS THE RED FLAGS!

The first red flag that Maria missed is the fact that her client is literally giving estimates on the project on top of his head, without even looking at the papers. Also, he didn’t even visit the site and the technician who did was not present during that time.

The second thing is that while they were doing this paperwork, she already saw how her client got mad at one of his employees, calling that person names, threw things all the way to the front door of his office, and then took a shot of his rum.

Lastly, her client didn’t follow the scope of work where they needed to replace the ten ton units of equipment and rather bought the wrong size and blamed Maria for everything. 

“It’s very important that you guys know who you’re working with and see some of the red flags that come up during the conversation before you take on a contract.”

WHAT MARIA LEARNED?

1. Don’t work with companies like this. 

You should understand that no matter how huge your client’s company is or how long they have been in the industry, it doesn’t really matter. All that matters is if they can do the work while still gaining profit and without belittling you. 

“Moral of the story is make sure you know who you’re working with and don’t be so excited to get your first client, to get that first contract, to see six figure on there instead of— ‘cause my first goal is 25 thousand and when I saw a hundred and thirty-three, I was like, ‘Oh!’ I was excited. Like the excitement and the feelings and the emotions and everything took over the fact that this guy’s throwing all this stuff all over.”

2. You’re not supposed to run the contract.

In Maria’s case, she did everything from helping with the solicitation up to the hundred day inspection, because she just wanted this project to get done.

However, as a consultant, you should only do what your job says because your payment is not enough for the hassle in doing what Maria did. 

“I went in for a 90 day inspection. I went back for a 100 day inspection. Again, as a consultant, you’re not supposed to go and do those work, by the way.”

3. Learn to walk away.

Don’t be afraid to cut ties with your client if you already see all of these red flags because the more you stay on this relationship, the more you will suffer. 

“So, that’s why when I talk to some of you guys, when I talk to people calling in, I told them like, just be, like it’s not easy. It’s ve— It takes a lot of work and you have to be able to recognize and walk away at times because trust me, it’s not fun when it gets there.”

RESOURCES

If you want to learn more on how to be a consultant and dealing with your consulting client, then be sure to click the resources below. You can also visit the GovCon Giant website and other social media platforms or the new GovCon Edu where you learn everything about government contracting!

Resource specialist Maria lands her first consultant client – Eric Coffie

https://www.youtube.com/watch?v=wCcC6ek9mZU&t=8s

Want to make money as a Government Consultant, follow these steps – Eric Coffie

https://www.youtube.com/watch?v=g1801TXW3pQ&t=30s

How to Make Money as Government Consultant – Becoming Rich in America – Eric Coffie

https://www.youtube.com/watch?v=1G5y7RROf20&t=21s

How to get started as a consultant – no experience no money needed – Eric Coffie

https://www.youtube.com/watch?v=XRctmnGoPYw&t=49s

Do you need help trying to identify your first consultant client?

https://www.youtube.com/watch?v=U3YoXfvrj54&t=8s

Sources Sought: Laundry Services for VA Central Iowa Health Care System

Posted on by Eric Coffie

The objective of this notice is to conduct market research to determine if there are Service Disabled Veteran Owned Small Business (SDVOSB) or Veteran Owned Small Business (VOSB) sources capable of providing Laundry Services for VA Central Iowa Health Care System, 3600 30th Street, Des Moines, IA 50310. NAICS Code is 812320 (Drycleaning and Laundry Services. Small business size standard is $6 Million. Product Service Code is S209 (Housekeeping – Laundry/Dry Cleaning).

The work required consists of furnishing the physical laundry plant (at an off-site location), all labor, supervision, management, management support, supplies, ancillary equipment, vehicles, and materials necessary for the accomplishment of complete laundry/linen services.

  • Service Code: S209 – HOUSEKEEPING- LAUNDRY/DRYCLEANING
  • NAICS Code: 812320 – Drycleaning and Laundry Services (except   Coin-Operated)
  • Place of Performance:   VA Central Iowa Health Care System, IA 50310 USA
  • Original Response Date: Oct 09, 2020 11:59 pm CDT

Full details via beta.sam.gov

govcon giants logo Check out our RESOURCES page for a sample letter that we use in response to government market research.

 

Christoph Mlinarchik: How Improved Strategies Can Help In Doing Business With The Government

Posted on by Eric Coffie

A nationally recognized and certified expert in government contracting, Christoph Mlinarchik shares his insights on how small businesses can improve their strategies in doing business with the government.

BACKGROUND

Christoph Mlinarchik was a former Senior Policy Advisor in the Office of the Secretary of Defense. He also had previously worked in the Office of Naval Research and in the Washington Headquarters Services as a Senior Contract Specialist and as a Senior Policy Analyst in the United States Air Force.

With this background, he has trained over a thousand federal, military, and government contracting professionals nationwide. He has  also negotiated, reviewed, and managed billions of dollars of government contracts over the course of his career.

He was also recognized as one of the “Top Professionals Under 40” by the National Contract Management Association. His article entitled “How Many Bid Protests Are Too Many” also gathered the title “Best Article of 2016” by the same awarding body.

Currently, Mlinarchik is focusing on his firm, Christoph LLC, wherein he provides expert advice in government contracting, professional training and instructions, and proposal consulting.

ADVICE

1. Set very specific goals. 

Before building his own company, Mlinarchik worked for over five years to learn about contracting. This didn’t happen overnight. But what he did was he set specific goals toward his end goal.

“I could just set a goal when I’m a federal employee and say, ‘I want to have a side business. I want to be self employed one day.’ That’s not enough. What I encourage you to do is to be methodical about your intermediate steps to get to that goal.”

With this, you must ask yourself what are the things that you have to do that would take you to that end goal. What are the sacrifices you’re going to make? What are the lifestyle changes you’re going to do?

Then, ask yourself what your intermediate step was. In Mlinarchik’s case, he taught biographies are the best ways to learn from.

“If you can read the stories of great men and women throughout history, you can see what they’ve done and maybe you can emulate that.”

So, what he found was that professions who were well-respected in the field had a long illustrious career, published a lot of articles, and had a lot of speaking engagements which then led to them being authority in the fields. Just as that, he realized that that’s what he needed to do and so he did.

“I realized those are my intermediate steps. I need to start publishing. I need to have a diverse career path where I work in a lot of different positions where I buy different things and wear different hats. And that really kept me focused. And all along the way, I’m taking tangible steps towards where I need to be. And I think that really paid off for me in the long run.”

2. Respond To Sources Sought Notices.

Consider that large businesses are playing in this marketplace

too. They’re doing the same thing that you’re doing. So, in order to get contracts and be recognized by your target government agency, you should get in the game of market research and respond to sources sought notices or requests for information (RFI).

“That’s your one chance to influence how this will be evaluated, what type of source selection they’ll use, and whether or not there’ll be a set aside. And if you wait for the solicitation, you’re kind of too late.”

Although responding to it might not equate to being given a contract, it’s better to respond to these research because when there’s no response from RFIs and sources sought, projects are mostly given to large businesses instead of small businesses.

“Think about the trade off between you or maybe one of your employees taking an hour, maybe two hours to draft up like a page of recommendations on the source selection type. Think about multiplying that by how much value that creates down the road when you’re actually responding to it. It’s, it’s a no brainer. People really, really kind of are not as aware as they should be about their ability to influence the actual acquisition strategy itself.”

3. Have A Plan Of Action.

In a chapter of Mlinarchik’s book entitled “Government Contracts in Plain English,” he tackled how to communicate with the contracting officers. With this, you must have a plan of action or a call to action if you want to have a good reputation in front of these decision-makers.

“Know what you want when you get on the phone with them. A phone is worth a thousand emails and an in-person meeting is probably worth a thousand phone calls. So structure your time, be prepared.”

Besides, this is also an advantage because this will help you have a good relationship with your contracting officer which will really help you when you get in a tight spot.

“When you need that modification in three days and the normal turnaround is, is two weeks, you’re going to wish you were one of those contractors that has spoken on the phone with the contracting officer, has made a good impression, has always had everything organized and never wasted their time.”

RESOURCES

If you want to watch the full video of the interview with Christoph Mlinarchik as he shares his insights on how small businesses can improve their strategies in doing business with the government, then be sure to click the links below:

054: Christoph Mlinarchik – Acquisition Policy Advisor, Attorney and Expert Witness

https://govcongiants1.wpengine.com/podcast/054-2/

https://www.youtube.com/watch?v=V9rSh6wB6sc&list=PL6-jBNNcc98vTBvNhFYfUTeH0k-Vx2VBH&index=49

SOURCES SOUGHT: IT & Telecommunications Network Management

Posted on by Eric Coffie

The Contractor shall provide all contract administration, contract management, personnel, tools, equipment, material, vehicles, transportation, consumable supplies, operation and maintenance necessary to perform Information Technology (IT) System Administration, Software Development, Web Based Application Development, Enterprise Script Writing, System Analyst, Database Administration, BMC Remedy products and Software testing for multiple Air Force IT systems in accordance with (IAW) this Performance Work Statement (PWS) and Government regulations Information Assurance Workforce Improvement Program, Personnel Security Program, Risk Management Framework, Cybersecurity Program Management, Information Dominance Governance and Management, Cyberspace Operations, Risk Management Framework (RMF) for Air Force Information Technology (IT), Information Operations, Cybersecurity Activities Support to DoD Information Network Operations, Architecting, Information Technology (IT) Asset Management, Command and Control (C2) for Cyberspace Operations, Public Web and Social Communication,
Computer Security, Cyberspace Workforce Management, Use of Commercial Wireless Devices, Services and Technologies in the Department of Defense (DoD) Global Information Grid Cybersecurity, Identity Authentication for Information Systems, NetOps for the Global Information Grid. The Contractor shall provide recommended solutions for technical issues associated
with this PWS.

The Contractor shall perform to the standards, workload estimates, and the degree of ability, knowledge, skills and timeliness required in the PWS. The Contractor shall be knowledgeable of developing technologies and shall be expected to have the technical expertise to transition into new operating environments.

  • Original Set Aside: 8(a) Set-Aside (FAR 19.8)
  • Product Service Code: D316 – IT AND TELECOM- TELECOMMUNICATIONS NETWORK MANAGEMENT
  • NAICS Code: 541519 – Other Computer Related Services
  • Place of Performance: Hill AFB , UT 84056 USA

Responses are due not later than Sep 24, 2020 03:00 pm MDT. + Add New Category

Full details via beta.sam.gov

govcon giants logo Check out our RESOURCES page for a sample letter that we use in response to government market research.

Navy Awards A Total $240M For Environmental Remediation Projects

Posted on by Eric Coffie

The following are awarded a total $240,000,000 firm-fixed price, indefinite-delivery/indefinite-quantity, multiple award contract for environmental remediation projects located primarily within the Naval Facilities Engineering Command (NAVFAC) Southwest area of responsibility (AOR):

  • Bethel-Tech Pacific JV | Anchorage, Alaska
  • ECC Environmental | Burlingame, California
  • CAPE-Weston | Irvine, California

Bethel-Tech Pacific JV is being awarded an initial task order at $189,037 to evaluate land use controls at Marine Corps Logistic Base, Barstow, California. Work for this task order is expected to be completed by July 2023. All work on this contract will be performed primarily within the NAVFAC Southwest AOR. The work to be performed provides for environmental remediation actions; removal actions; remedial design; expedited and emergency response actions; pilot and treatability studies; remedial systems operation and maintenance; corrective actions; and groundwater monitoring and other related activities associated with returning sites to safe and acceptable levels of contamination. The term of the contract is not to exceed 60 months.

This contract was competitively procured via the Navy Electronic Commerce Online website and 18 proposals were received.

Work is expected to be completed by August 2025.

Shaun Hartman: Region 4 GSA Customer Service Director

Posted on by Eric Coffie

Regional Customer Service Director of the General Services Administration (GSA)  Shaun Hartman shares important information that vendors need in working with the GSA!

BACKGROUND

Shaun Hartman had previously worked in the United States Air Force for 12 years. He started as a firefighter and then transitioned to the acquisitions as a Defense Industry Consultant to being the Regional Program Manager until 2016.

Currently, he is a Combat Rescue or Medical Logistics Contract Manager of the US Air Force Reserves as well as the Region 4 Customer Service Director of the General Services Administration.

He is stationed at the base of Patrick Air Force and he’s responsible for the purchasing and making sure that they are providing solutions and support by linking the customers and vendors as a liaison. 

THE RESPONSIBILITIES OF THE GSA

The General Services Administration is a US independent agency that was established to provide contracting options for government agencies. 

So, before making a contract public through FedBizOpps or calling a vendor directly, the government entities are required to look for GSA solutions first. 

“Federal acquisition service essentially is all the purchasing for the government. There’s about $30 billion a year a little bit more. I think it’s 34 billion to be more specific in the last year that is purchased through GSA schedules that as a vendor, you will never see those solicitations for any of those dollars unless on a GSA schedule.”

GSA’S SOLICITATION PROCESS

When you work with the GSA, the agency will primarily get you on a schedule or the contract agreement used to check the capabilities of the vendors for the customers that they support.

The process is pretty strict and the agency will do various checks and balances on all of the vendors before you get approved.

When you get accepted, you will then need to provide a price proposal template to list all of your items with the most favorable price that you could offer.

Remember that you must list everything because the items that were authorized are the only things that you can sell on the GSA. 

“So make sure if you have peripheral items for something, add those peripheral items well so that you can have future sales. You know, we run into a lot of times people will buy something and it has accessories. Well, those accessories aren’t listed on their schedule. They can’t sell them under GSA schedules.”

In doing this, you strongly need to make sure that you are hooking your customers with your discounts and offers through following the commercial sales practice matrix. The idea is that you will provide your customers with a huge discount that they can’t get from other vendors. 

If you are also providing services, then you need to understand how the sample labor category matrix works. In this case, you must provide a detailed description of your services and the people who will provide it together with other important documents. 

“Like when they do process changes or implement new standard operating procedures… those all create the need for more people. And those people tend to be HR, finance, acquisitions, engineers, you know, program managers, project managers, those types of people. So if you’re a professional services company, being on a GSA schedule definitely has its perks.”

Then, after you submit an offer, when the government agency looks into it and finds that you have all the requirements needed, they will further look for your background and do a responsibility check to confirm if your documents are accurate.

If you have a document missing, they typically email you regarding it and see if you can send it or not. Also, if they found you credible but they didn’t agree to your pricing, they will negotiate with you and it will go back and forth until you both agree. 

ADVICE IN USING GSA’S EBUY

GSA’s eBuy is essentially where all of the solicitations are stored but unlike the SAM database where solicitations are made public, only qualified GSA buyers and vendors can take advantage of these solicitations. 

As long as you register and provide the necessary requirements as a vendor, you can freely navigate this website. You can narrow down your searches depending on your search requirements. You can also use this to research about your competition and look at their products’ rates. 

Then, because most customers on this website are government agencies, they mainly use this to look for businesses like yours. 

“So that customers who have requirements to buy from different categories because every DOD agency has a requirement for each of those socioeconomic categories that they have to meet. They can go on here and pick vendors that meet those criteria in order to purchase from them. So it’s a, it’s definitely a good way to advertise yourself.”

RESOURCES

If you want to watch the full video of the interview with Shaun Hartman as he shares important information that vendors need in working with the GSA, then be sure to click the link down below.

041: Shaun Hartman – Region 4 GSA Customer Service Director

https://govcongiants1.wpengine.com/podcast/shaun-hartman-region-4-gsa-customer-service-director/

GSA Regional 4 Customer Service Director Shaun Hartman talks with Eric Coffie

https://www.youtube.com/watch?v=K9z2GPGRb6o&t=2005s

GSA Follows Various Steps to Check Qualified Vendors

https://www.youtube.com/watch?v=uepZKuS7FRk

Matthew Schoonover: Joint Venture and Mentor Protégé Guru

Posted on by Eric Coffie

Representing small businesses on matters relating to government contracting, Matthew Schoonover shares his insights about the mentor-protege program and the joint venture agreement.

BACKGROUND

Matthew Schoonover is an experienced attorney who worked in the industry for more than 10 years with institutions like Snell & Wilmer and UnitedLex professional services. 

Currently, he is a partner at Koprince Law LLC, a boutique law firm in Kansas, that works exclusively with federal government contractors. As part of his practice, Schoonover counsels government contractors on issues with the government as well as represent them in bid protests and claims. 

He is also a frequent contributor of SmallGovCon, a blog managed by Koprince Law to provide legal news and notes for small business contractors.

MENTOR-PROTEGE PROGRAM

Schoonover states that this is a business development program open to all small businesses of any socioeconomic designation, including those who are part of the 8(a).

This program works when a bigger business or a mentor agrees to help a small business develop their business, enhance their capabilities, and become more competitive.

On the side of the mentors, they will also gain an exemption to affiliation for the items of assistance and they can take up to a 40% equity stake.

Also, if they agree to enter into a joint venture agreement, the Small Business Administration will only consider the protege side for determining the size of the joint venture. This is a huge benefit for both parties because ordinarily a joint venture has to be between two small businesses. 

“The government has experienced working with some of the larger companies already. They trust them, they know them, they know that they have the ability to get the projects completed. So, teaming up with these people would improve your reputation as a small business as well.”

However, in order for this program to be effective, small businesses should work with a mentor who really understands their business. They should mainly be able to understand the goal of the program.

“I think generally the relationships are stronger when the parties know each other, if they’re both committed to helping the protege grow. And if part of that can be a joint venture for a job, that’s awesome.”

Because of this, you should find a mentor that is within your industry. This can be people or businesses that you have worked with in the past and even your competitors.

Also, you can consider talking to your local SBA office or to your local Procurement Technical Assistance Centers as they will surely help you in finding a prospective mentor. 

“So I really encourage folks to, you know, sit back and think about… what are some companies that I look up to or then I admire and do I have any contacts there or know of anybody who might be able to introduce me to start that discussion? And it really should frankly be a discussion between the mentor and the protege.”

JOINT VENTURE AGREEMENT

Schoonover defines a joint venture where two businesses come together to form a third separate legal entity in order to bid and perform a job. Because of this, the old SBA rule wherein the sizes are combined no longer apply. 

In most cases, this agreement only applies to two small businesses but if you are under the mentor-protege program, this also applies to you.

However, one of the companies, which should be under any SBA program, has to be the managing venture that provides the different requirements under the FDA’s regulations. They also need to follow the different approval requirements depending on the socioeconomic status of the joint venture.

“The parties need to make sure that they’re meeting the knows.”

Apart from that, there is also the 3-in-2 rule wherein it says that a joint venture cannot be awarded more than three contracts within the two year period.

RESOURCES

If you want to watch the full video of the interview with Matthew Schoonover as he shares his insights about the mentor-protege program and the joint venture agreement, then be sure to click the link down below.

006: Matthew Schoonover – Joint Venture and Mentor Protégé Guru

https://govcongiants1.wpengine.com/podcast/matthew-schoonover-joint-venture-and-mentor-protege-guru/

https://www.youtube.com/watch?v=df9jBqAT3Xc&list=PL6-jBNNcc98vTBvNhFYfUTeH0k-Vx2VBH&index=16

Janetta Brewer: Government Contract Compliance Expert

Posted on by Eric Coffie

An experienced government contract compliance expert, Janetta Brewer shares important information on the rules followed by the federal government and how businesses should remain compliant to all of these rules. 

BACKGROUND

Janetta Brewer, Esq. had worked in different roles in various government agencies including the US Navy, Defense Logistics Agency, US Army Corps of Engineers, US Air Force, Department of Homeland Security, and in the Department of Defense. 

In her last federal appointment, she was  a senior member of the Defense Procurement and Acquisition Policy staff wherein she developed acquisition regulations and guidance that helped streamline the process and improve contract execution outcomes.

Currently, she is the owner of her own consulting company, Blue Alchemy Consulting, where she helps both government and industry clients in providing innovative policy processes, IT systems, and workforce development solutions. 

PROCESS OF CHANGING THE FAR OR DFARS

Primarily, the Federal Acquisition Regulation is the set of principles, rules, and regulations that govern the federal procurement process.

However, consider that if you are working with other agencies such as the Department of Defense, NASA, or the GSA, these agencies have their own rules to supplement the FAR.

Then, when the 809 panel or the people appointed by the Congress to streamline  the acquisition process recommend changes in the regulations, there’s a process to follow before changes are made. 

At the FAR staff level or the DARS staff level, whenever there’s a recommended change to a regulation, these people have to review and assess that proposed change first to determine its impact to the industry and to small businesses and to what extent. This is a requirement. 

The government will then issue a proposed rule highlighting all of their assessment and its impact to various small businesses and industries.

In most cases, this is where the industry groups come in place and put their inputs on whether they agree or disagree to the proposed ruling together with their reasons. The government heavily relies upon the input that was received from industry groups in this process.

Afterwards, the government will then create a final rule highlighting all of the changes through their assessment of the industry recommendations. 

So, the final rules go into the maximum extent possible as the government tries to reduce the cost and impact on the industry while maintaining the regulatory requirement in place.

“We can not do something the Congress has mandated. We can only throw our implementation, try to do it in a way that reduces the impact of contractors.”

ADVICE FOR SMALL BUSINESSES

In dealing with the government, you need to be compliant with the rules that are put in place.

Don’t just focus on building better products and winning new contracts, you also need to build a compliant operational framework. This way, when the government does an audit, there will be no errors found. 

“One of the ways that you invest in a company is exposing them to better ways to build a compliance framework so to speak. I would say that’s one of the areas that’s typically neglected as just companies in general.”

Also, you need to use the solicitation to your advantage. Consider that when there’s a dispute or changes in the instructions that are not written in the solicitation, you have both the ability to highlight that it is a change in the overall contract and ask for some type of remedy towards those changes.

“The more knowledge you have and the more you understand what your obligations and requirements are, but also not just what yours are but what the government’s obligations and responsibilities are to you, then you feel more comfortable and confident speaking.”

Lastly, you need to begin with the end in mind. If you aim to work with the federal government for the next five years, then you need to build the appropriate processes and framework that are in compliance with the rules and regulations. 

“Because as you grow, obviously, sometimes you don’t necessarily have the time to invest in the backend stuff and it’s always easier if you have the framework in place to begin with and try to build it on the back end.”

RESOURCES

If you want to watch the full video of the interview with Janetta Brewer as she shares important information on the rules followed by the federal government and how businesses should remain compliant to all of these rules, then be sure to click the links down below.

016: Janetta Brewer ESQ – Government Contracts Compliance Expert ­

https://govcongiants1.wpengine.com/podcast/janetta-brewer-esq-government-contracts-compliance-expert/

https://www.youtube.com/watch?v=fcAqs6jHAt0&list=PL6-jBNNcc98vTBvNhFYfUTeH0k-Vx2VBH&index=2